THE REPORT SHOULD ONLY BE MAX 1000 WORDS LEADERSHIP CONSULTING EXERCISE* The Bri
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THE REPORT SHOULD ONLY BE MAX 1000 WORDS
LEADERSHIP CONSULTING EXERCISE* The Brief PlasticCo is a leading plastics manufacturer producing blow-moulded plastic bottles for the UK food and drink industry. The company operates from eight sites across the UK and has a turnover in excess of 100 million. It currently has a workforce of aound 650 ernployees and is part of a multinational group of packaging companies. The majority of PlasticCo employees work within bottle-producing factories operating the blow-moulding machinery. There are head office functions, , including human resource managenent, ad general managerial d adinistrativ oes outsid of the factory, but the nuber ohese posions is relatiely The majority of the workfore wokhines on the shop loor. The actory work setlng press any chalge anagers who are trying lo rn: rcase crnployce cr gagrenc n1 Many cl the ,obs rxjulr: rclal vely low level of skill and are repetitive, with tasks including transporting materials around the factory and operating particular parts of the machinery. In general, employees have few educational qualifications. Around 80% of factory employees work a strict 12-hour shift pattern, with four days on tollowed by four days off. Shifts either run through the day (8m-8pm) or night (8pm-8am) l'he production process runs 24 hours day, 365 daysa yesar, Including all bank holidays ard Christas Day. Hmployces have o adjust. theie l he systeri andaunsxciable working hours. A farther potentl challeng is the aclory workingenvironment, which is noisy and hot. Alhough Plasti bee successul i any ways, he brd sawpoto increase employee engagement. A common issue identified by managers across the organisation was that problem solving tended to be 'reactive rather than 'proactive. In practice, this meant there was little effort put forward by employees to generate ideas for improvement. Instead, issues were resolved only when probles arose. A plant manager sunmarised tis: I think i's probably more based around problems vatber than them sitting around and asking how am I gong to 1mprove my job? It's 1 ennchi there's an 1ssue bow can e ml rover? So I think it's more readtive problem-solring Plant manager)Explanation / Answer
1) Discuss the major issues concerning the leadership at Plastic Co.
The major issues concerning the leadership at Plastic Co. are:
a) The management is not proactive in nature when it comes to decision making. Instead it is reactive in nature. In other words, the company decides what should be done only after a problem arises and does not attempt to improve their work before any problem arises.
b) The middle level managers have a laid back attitude. They neither encourage the workers to give inputs for improving the performance of the company nor do they give them the scope to give such suggestions.
c) The work environment is very authoritarian in nature. The workers are mentally prepared such that they will only do their duty in the company and not think anything more than that.
2) Recommendations to Plastic Co.
Considering the issues that have been identified in the company, there is a need to convert the management leadership style from traditional and authoritarian to a more participative model. This implies that the employees of the company will no longer just perform their duty in their given shift and earn money. However, the employees will now be expected to give their inputs and suggestions that will help the company to perform better. This will not be an easy task to perform. The company will have to change the mindset of its employees. It is not only just the idea of the top level or senior managers to introduce participative management in the company, but it should also be the aim of the middle level managers and employees to participate more in the business process. In order to do this, the leadership technique that will be required is mentoring.
Mentoring is the process by which the top level management or the senior management has to advice and guide the employees in the organization about the change in its approach. Firstly, the middle level management has to be mentored so that they are co-operative with the employees who wish to share their opinions and suggest changes for the development of the company. This is necessary because they have not been used to this kind of practice hence accepting such a change is difficult for them. The main aim of mentoring is career development as well as providing psychological support. Here the middle level management has to be assured that this change in the management’s leadership style will be beneficial for their careers and it will be good for the long-term of the company. The psychological support is necessary for the middle management to understand that the change in the leadership style will not be a threat for their jobs. In fact such a change in the leadership style will enhance their position in the Company. They also need to be assured that the middle level management will also be given the chance to give their inputs.
Secondly, mentoring the employees is equally important as they are the ones who have to accept this change. They have been used to the authoritarian style of leadership for a long period of time. A sudden change in the leadership style will be a shock to them. In the first few sessions with the employees of the company, they may not respond at all and may not give any suggestions for the welfare of the company. But their suggestions are the most important as they are the ones who are working on the shop floor and are involved in the production process. They are the best persons to give inputs about improving the production process. They are the ones who are most involved in the production process and know it inside out. Hence, a relationship of trust and mutual respect has to be developed through mentoring with them. This will help in building the confidence in their minds that they can give their inputs. They will also not have the fear that giving suggestions will harm them or risk their job.
The job does not end with only mentoring the employees and middle level managers. The overall organizational culture of the company has to change. They should be willing to accept changes and listen to suggestions. There might be some suggestions that they may not like, but they will have to learn to not take things personally and work together for the overall betterment of the company.
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